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Air France

Customer First Solutions (CFS) has been working with Air France for over three years to help deliver its ’100% Client’ initiative.

Overview

Customer First Solutions (CFS) has been working with Air France for over three years to help deliver its ’100% Client’ initiative to develop customer service and highlight problem areas.

The Brief

Air France were looking to develop staff awareness about the importance of customer service and wanted to identify key problem areas that were having a negative impact on customer experience.

Input

It became clear that understanding how passengers felt at a number of different stages during their journey would allow Air France to pinpoint problem areas and improve their experiences. CFS BuzzBoxes were placed at all check-in counters, boarding gates, sales and customer service desks as well as inside lounges to gather customers views.

A facility for customers to provide written feedback online was also created, with a commitment from Air France to ensure that all comments were examined and used to improve the departments they related to. Each customer’s feedback received a response, creating two-way communication that turned negative experiences into positive ones.

This focus allowed Air France to identify when service scores were consistently poor at a certain time of the day which, in one instance, was linked to no staff being available in the terminal. The feedback was acted upon with two colleagues made available at all times which resulted in service scores increasing immediately.

Output

Customer feedback was collected from a wide range of locations and the overall satisfaction levels recorded in these areas increased from 79 to 86 per cent. In addition, the number of customers providing feedback boomed from 15,000 in the first year to over a quarter of a million in the third. Based on Air France’s model, the impact of the feedback collected is estimated to have had a net cash impact in the region of €783,000 per annum.

What Air France said:

“The CFS terminals have quickly been adopted by the operational teams for two reasons. The first is flexibility of use, as there is no need for either cabling or tedious handling. The second is that, finally, they have an indicator available which allows them to immediately measure whether the actions implemented are effective or not.

This tool is a tremendous lever for improvement, provided it is properly integrated in rigorous managerial procedures.”